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This paper reports findings from a recent study of adult protection case conferences, focusing on how the victim's views may be represented or heard.

Collaborative capital, or the capacity to work effectively with others toward shared goals and outcomes, reflects an accumulation of both skills and resources by individuals or groups. Traditionally, these skills and resources represented products of experiences in face-to-face task or interest groups. More recently, reflective of organizational trends to collaborate more often across both geographical and organizational boundaries, these experiences have been mediated by technologies designed to facilitate collaborative work. Often, however, the people using the technologies already know one another and interact face-to-face periodically. In contrast, in this chapter, we focus on a new technology-enabled social form, the multi-day online conference enabled by iCohere, an emerging groupware technology supporting the conference, to examine how collaborative capital might be built in and among previously unacquainted, globally distributed individuals. Using Erickson and Kellogg's notion of “social translucence” we explore the case of one online conference attended by over 600 participants in 50 countries to identify technologic and social infrastructures conducive to the generation of new collaborative capital through participation in virtual spaces. By design, the technology and conference plan replicated common conference experiences conducive to collaborative capital development, but conference attendees also interacted and participated in ways that transcended the possibilities of a face-to-face conference. We anticipate these findings to be interesting for both managers and project team leaders seeking to foster collaborative capital development with the aid of modern communication and collaboration technologies.

In a closed conference the identity of all conference participants is known by others and all participants are notified when a new user joins the conference. The Session Initiation Protocol (SIP) supports signalling of several conference models, but not of closed conferences. Introduces an extension of SIP for closed multiparty conferences. The extension expands SIP for the functionality for discovery of participant identities in a conference. Furthermore, it ensures that each conference participant is notified before a new participant joins. Verifies this extension by applying it to two SIP conference models – conference with conference server and full‐mesh conference. Ends with an analysis of additional signalling traffic that this extension generates.

The College of St. Germain is a private, liberal arts college in the U.S. Midwest. Several faculty members developed and launched an academic business and economics conference. Despite of a lack of funding from the college, and a general apathy among other colleagues, the conference became financially self-sufficient and grew each year, with increasing attendance and submissions from many international scholars. Part A of the case focuses on the beginning, planning, and growth stages of the conference, and culminates with the successful conclusion of the third annual conference and planning for the fourth conference. Part B focuses on the fourth and fifth conferences, and concludes with the surprising cancellation of the sixth annual conference. The case highlights the challenges and accomplishments of the conference chairpersons and the organizing committee, as well as management, marketing, and leadership factors that contributed to the ultimate demise of the conference.

The purpose of this paper is to call attention to the fact that conferences for professionals rely on massive one‐way communication and hence produce little learning for delegates – and to introduce an alternative, the “learning conference”, that involves delegates in fun and productive learning processes.

A typical full‐day conference is analyzed. It has six hours of podium talk and twenty‐five minutes for delegates to become involved. What model of learning can possibly lie behind this? The transfer model, which assumes learners to be empty vessels. An alternative view is that conference delegates are active professionals in search of inspiration, and they also want to share knowledge with their peers at the conference. A theory of the conference as a forum for mutual inspiration and human co‐flourishing is proposed, as are four design principles for a learning conference: presentations must provide concise input; the conference host must introduce processes that help delegates; interpret the input in the light of their ongoing concerns; talk about their current projects; and share knowledge with the other delegates.

Six learning processes for use during conferences are described: individual reflection; the buzz dyad; “You have won two consultants, free of charge”; facilitated group work; the knowledge exchange; and lunch with gaffer tape.

This paper introduces learning theory and learning techniques into an educational context which has resisted innovation, the professional conference. It offers alternatives to wall‐to‐wall lecturing: some simple processes for involving delegates so as to help them derive inspiration from the material presented and from each other.

This study aims to determine offline academic conference participation decision-making factors in the post-pandemic situation incorporating the safety measure as one of the factors.

This study provides a new model for examining the factors influencing academic conference participation using a quantitative approach. The responses of 110 academicians were collected and statistically evaluated using partial least square structural equation modelling (PLS-SEM).

The results show that safety measures implemented by the conference organiser lead to trust and result in the decision to participate in the offline conference. Besides, conference factors also play a crucial role in determining the participation of academic conferences.

The information was gathered from 110 replies, and to gain a more comprehensive understanding of the factors that influence academic conference participation, a bigger sample size would be required.

The study's findings shed light on the components that affect academicians' decision to attend an offline conference which is critical for conference organisers, hotels and the meetings, incentives, conferences and exhibitions (MICE) business.

To the best of the authors' knowledge, this is the first study that seeks to predict factors influencing academicians to participate in an offline academic conference in a post-pandemic setting by incorporating variables such as safety measures and trust.

This paper aims to consider the claims process for personal injury matters, prior to and post commencement of litigation.

The paper includes an examination of the personal injury pre‐action protocol and thereafter, the actions required to commence legal proceedings. Flowing from this is a step‐by‐step guide to the actions required to prepare a case for trial. It concludes with a summary of the trial process, in the event that the case is not resolved by other means.

The actual steps and timetable for the resolution of personal injury neurological cases will vary and be dictated by the particular facts of each case. However, they will all broadly follow the approach outlined, with compliance with the pre‐action protocol before commencement of proceedings. Those proceedings will then be tightly managed by a judge through one or more case management conferences before a trial will proceed.

The paper provides details of the litigation process so that health professionals feel comfortable with the framework of litigation and can understand the client's anxieties. Therefore, it is important that those same professionals are familiar with the personal injury litigation process, to enhance their role and contribution to a case, to the benefit of the mutual client.

This paper seeks to explore vertical and horizontal leadership and the relationship of the form of leadership to effectiveness in Swedish cross-professional health care teams.

Questionnaire data were collected from a sample of 47 teams and observation data from a sub-sample of 38 teams. Data on leadership were condensed to indices: directive and participative leadership (vertical leadership) and functional influence and self-regulation (horizontal leadership). Effectiveness was estimated using five measures: team climate, self-assessed effectiveness, teamwork organisation, assessments of results from a simulated case conference (case quality) and manager-rated effectiveness.

Positive relationships were found between leadership and effectiveness with one exception: case quality was negatively associated with vertical leadership though positively to functional influence. When controlled for team climate the correlations between self-assessed effectiveness and leadership disappeared. However, it remained between vertical leadership and the assessment of teamwork organisation. The results suggest that hierarchical and horizontal/shared leadership are complementary forms.

The small number of teams together with the problem of causality in this cross-sectional study are the main limitations.

One implication for practice is the need for clarification of how leadership and influence should be distributed from a contingency perspective.

This study takes both horizontal and vertical leadership into account compared with previous studies often focusing on one facet. In addition, cross-professional health care teams with their special characteristics are underrepresented within research on team leadership.